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project management > Project Initiation: week 2 > Flashcards

Project Initiation: week 2 Flashcards

1
Q

What is the project goal

A

The Desired outcome of the project

Road map

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2
Q

Well defined goals are what

A

1) Specific

2) Measurable

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3
Q

What’s a project goal?

A desired outcome of a project that is clear and specific

A report that team members can present to stakeholders

A vague, yet inspiring outcome of a project

A

A desired outcome of a project that is clear and specific

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4
Q

What are Project Deliverables

A

The product or services that are created for the customer, client or project sponsor

What get produced or presented at the end of a task, event or process

Help quantify and realize the impart of the project

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5
Q

What’s a project deliverable?

A roadmap to completing the project

A tangible outcome produced at the end of a task

A team brainstorming session

A

A tangible outcome produced at the end of a task

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6
Q

SMART Goals

A

1) Specific
2) Measurable
3) Attainable
4) Relevant
5) Time-bound

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7
Q

Specific Goals

A

1) What do I want to accomplish?
2) Why is this a goal?
3) Who is involved?
4) Where should the goal be delivered?
5) To what degree

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8
Q

Measurable Goals

A

1) How much
2) How many
3) How will I know when it’s accomplished?

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9
Q

Benchmarks

A

Points of reference (like last year’s data)

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10
Q

What can help create a measurable goal? Select all that apply.

Contracts

Benchmarks

Metrics

Deadlines

A

Benchmarks

Metrics

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11
Q

Attainable Goals

A

1) Can it be reasonably reached
2) How can it be accomplished?
3) Break down goal in small parts

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12
Q

Relevant Goals

A

1) Does the Goal make sense?
2) Is the goal worthwhile?
3) Is it the right time?

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13
Q

Time-bound Goals

A

1) Means your project has a deadline

2) Good for breakdown parts of project (small goals)

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14
Q

What are OKR’s

A

OKRs combine a goal and a metric to determine a measurable
outcome

Stretch goals

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15
Q

OKRs stand for

A

Objective: Defines what needs to be achieved / Desired outcome
Key Results: The measurable outcomes that define when the objective has been met

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16
Q

Which part of an OKR defines what needs to be achieved?

SMART method

Metric

Key results

Objective

A

Objective

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17
Q

Levels of OKRs

A

1) Company / Organization
2) Department
3) Project

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18
Q

OKR development best practices

A

Think of your objectives as being motivational and inspiring and your key results as being tactical and specific. The objective describes what you want to do and the key results describe how you’ll know you did it.

As a general rule, try to develop around 2–-3 key results for each objective.

Be sure to document your OKRs and link to them in your project plan.

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19
Q

Scope includes

A

Timeline
Budget
Resources

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20
Q

What does project scope refer to?

The project completion deadline

The project documentation

The project resources

The project boundaries

The project charter

A

The project boundaries

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21
Q

Scope most important aspect

A

What is included and what is NOT included in the project

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22
Q

Here are a few more helpful questions to add to the list.

A

Where did the project come from?
Why is it needed?
What is the project expected to achieve?
What does the project sponsor have in mind?
Who approves the final results?

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23
Q

At what time during a project should defining project scope happen?

After receiving feedback from the first few deliverables

During the initial project planning phase

When stakeholders start to make requests for additional changes

A

During the initial project planning phase

24
Q

in-scope

A

Tasks that are included in the project and contribute to the project’s overall goal are considered to be in-scope

25
Q

scope creep

A

Changes, growth, and uncontrolled factors that affect a project scope at any point after the project begins are referred to as “scope creep.”

26
Q

What is scope creep?

Suggestions from team members or stakeholders about how to improve a project’s workflow to increase efficiency

Plans, proposals, and ideas from project stakeholders about how to change a project’s boundaries before the project begins

Disruptions in the supply chain that impact the distribution of project deliverables after the project ends

Changes, growth, and uncontrolled factors that affect a project scope at any point after the project begins

A

Changes, growth, and uncontrolled factors that affect a project scope at any point after the project begins

27
Q

Two major sources of scope creep

A

1) Internal

2) External

28
Q

External Scope Creep

A

1) the customer might request changes,

2) the business environment around you might shift, 3)the underlying technology you’re using might change

29
Q

Solutions for Scope Creep

A

1) make sure the stakeholders have visibility into the project
2) get clarity on the requirements and ask for constructive criticism of the initial product proposal
3) Be sure to set ground rules and expectations for stakeholder involvement once the project gets started
4) Come up with a plan for how to deal with out-of-scope requests.
5) , be sure to get these agreements in writing.

30
Q

. Internal sources of scope creep

A

Internal sources of scope creep are trickier to spot and harder to control. This kind of creep comes from members of the project team who suggest or even insist on process or product changes or improvements.

31
Q

Define your project’s requirements

A

Communicate with your stakeholders or customers to find out exactly what they want from the project and document those requirements during the initiation phase.

32
Q

Set a clear project schedule

A

Time and task management are essential for sticking to your project’s scope. Your schedule should outline all of your project’s requirements and the tasks that are necessary to achieve them.

33
Q

Determine what is out of scope

A

Make sure your stakeholders, customers, and project team understand when proposed changes are out of scope. Come to a clear agreement about the potential impacts to the project and document your agreement.

34
Q

Provide alternatives

A

Suggest alternative solutions to your customer or stakeholder. You can also help them consider how their proposed changes might create additional risks. Perform a cost-benefit analysis, if necessary.

35
Q

Set up a change control process

A

During the course of your project, some changes are inevitable. Determine the process for how each change will be defined, reviewed, and approved (or rejected) before you add it to your project plan. Make sure your project team is aware of this process.

36
Q

Learn how to say no

A

Sometimes you will have to say no to proposed changes. Saying no to a key stakeholder or customer can be uncomfortable, but it can be necessary to protect your project’s scope and its overall quality. If you are asked to take on additional tasks, explain how they will interfere with the budget, timeline, and/or resources defined in your initial project requirements.

37
Q

Collect costs for out-of-scope work

A

If out-of-scope work is required, be sure to document all costs incurred. That includes costs for work indirectly impacted by the increased scope. Be sure to indicate what the charges are for.

38
Q

When using the triple constraint model, what are the three restrictions a project manager refers to? Select all that apply.

Time

Goals

Scope

Cost

A

Time

Scope

Cost

39
Q

What is a project Launch

A

Delivering the final result of your project to the client or user is what’s called a project launch

40
Q

What is a project Landing

A

Landing is when you actually measure the success of your project using the success criteria established at the outset of the project.

41
Q

What is the project management term for delivering the final result of your project to the client or user?

Kickoff

Launch

Landing

A

Launch

42
Q

What is the project management term for meeting the success criteria you establish at the beginning of the project?

Kickoff

Landing

Feedback

A

Landing

43
Q

success criteria includes

A

all the specific details of your goals and deliverables, and it can be a guide so you know whether you’ve accomplished what you set out to do.

Success criteria will set standards for how your project will be judged.

44
Q

The success criteria will tell you

A

They are the specific details of your goals and deliverables that tell you whether you’ve accomplished what you set out to do.

They are the standards by which the project will be judged once it’s been delivered to stakeholders and customers.

They are the standards by which the project will be judged once it’s been delivered to stakeholders and customers.

45
Q

Which of the following terms tells you whether or not the project is successful?

Success standards

Deviation criteria

Success criteria

A

Success criteria

46
Q

identify the measurable aspects of your project

A

goals and deliverables, review the scope, and identify the measurable aspects of your project. These are going to be any of the metrics used in the goals and deliverables, along with your budget and schedule details.

Another thing you’ll need to do is get clarity from stakeholders on the project requirements and expectations.

47
Q

Adoption

A

Adoption refers to how the customer uses and adopts a product or service without any issues.

48
Q

Engagement

A

Engagement refers to how often or meaningful customer interaction and participation is over time.

49
Q

Which two terms are customer-related metrics to consider for success criteria?

Product defects and delays

Adoption and engagement

Production and output

A

Adoption and engagement

50
Q

success criteria

A

The success criteria will tell you whether or not the project as a whole was successful. They are the specific details of your goals and deliverables that tell you whether you’ve accomplished what you set out to do. They are the standards by which the project will be judged once it’s been delivered to stakeholders and customers.

51
Q

Which of the following terms tells you whether or not the project is successful?

Deviation criteria

Success criteria

Success standards

A

Success criteria

52
Q

Adoption

A

Adoption refers to how the customer uses and adopts a product or service without any issues.

53
Q

Engagement

A

Engagement refers to how often or meaningful customer interaction and participation is over time.

54
Q

Who will ultimately judge if the project meets its goals, deliverables, requirements, and other success criteria?

Production team

Project sponsor

Stakeholders and customers

A

Stakeholders and customers

55
Q

SMART goals

A 
Specific, 
Measurable, 
Attainable, 
Relevant,
Time-bound
56
Q

OKRs

A

You have learned that OKRs—Objectives and Key Results–combine a goal and a metric to determine a measurable outcome. Setting OKRs is a technique that can help project teams define, communicate, and measure shared success criteria.

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